Quiz 12
[Video Lecture] During a typical Kaizen Blitz (3-5 day) Event, as described in the Video Lecture, members of the Kaizen team are expected to spend what percent of their work-day dedicated to Kaizen Blitz activities?
100 %
[New Balance Shoes Kaizen Event Video] It used to take New Balance 8 days to make custom shoes. Now, after using Lean Kaizen, they are able to make custom shoes in only
2 hours
[Video Lecture] The following data pertain to a process: Time available per day = 950 minutes per day Daily demand = 560 parts per day Setup time = 6 minutes per setup It has been calculated that the maximum number of setups that can be performed each day is 24. What is the MINIMUM batch size that can be produced and still be able to meet customer demand?
24
[Video Lecture] Kaizen Events are typically
3 - 5 days so that changes reflect immediate results
[Video Lecture] Within the introduction "lean hospital" video, one of the doctors mentions that, before utilizing Lean principles, many hospital processes had a lot of rework ... as much as
40%
[Video Lecture] The following data pertain to a process: Time available per day = 800 minutes per day Daily demand = 149 parts per day Setup time = 7 minutes per setup Cycle time = 5 minutes per part What is the MAXIMUM number of setups that can be performed and still meet customer demand?
7
[New Balance Shoes Kaizen Video] During New Balance's very first Kaizen Event, they were able to accomplish how many initiatives within just one week?
75
[Video Lecture] A "Kaizen Newspaper" is:
A schedule of who is responsible for which actions during a kaizen event
[Video Lecture] The following are all Task Value Beliefs EXCEPT:
Ability
[Lean Toolbox] The Lean Toolbox mentions that the following is "almost as important" as reducing the changeover time itself.
Understanding and reducing variation
[Video Lecture] The following are all types of people that are recommended for you to include on a Kaizen Event Team EXCEPT:
Video Production people to document the success of the event
[Lean Six Sigma Memory Jogger] Use simple kaizen efforts after using a kaizen event to:
enable employees to sustain the gains
[Lean Toolbox] The "widely held" view is that a changeover is measured from:
the last good piece of one batch to the first good piece of the next batch
Within the video you just watched, Jamie Bonini, from Toyota, mentioned one of the metaphors we have learned this semester:
River and Rocks
[Mass vs Lean Mindset Handout] The following belief is generally considered characteristic of a Lean Production Mindset:
Running all machines a higher percentage of the time increases waste
[Video Lecture] Implementing Setup Reduction has all of the following benefits EXCEPT:
Setup reduction shortens the machine cycle time
[Video Lecture] According to the Expectancy-Value Theory of Motivation, people are more likely to actively participate in an activity (such as a lean implementation) for all of the following reasons EXCEPT if they:
Expect they will not have to exert much effort at the task
[Video Lecture] During a Kaizen Blitz Event, typically the improvements are physically implemented:
In the middle of the night after Day 3
[Lean Toolbox] The Kaizen Flag portrays all of the following types of activities EXCEPT:
Management
[Lean Six Sigma Memory Jogger] The most common ways to deploy Lean-Six Sigma are all of the following EXCEPT:
Management by Exception
[Video Lecture] When implementing SMED on a setup, an "External Activity" is one that:
May be done when the machine is running
Within the video you just saw, the amazing technology that Toyota shared with this podcasting company to help them schedule and coordinate complex work flows more efficiently is:
Post-Its and a White Board
[Mass vs Lean Mindset Handout] So the following belief is generally considered characteristic of a Lean Production Mindset:
Problems are caused by ineffective processes
[Lean Toolbox] The following are all "good" practices when conducting a Kaizen Event EXCEPT:
Rely on "Quick Fixes"
